Do scale alliances with competitors improve product performace? A study of the Aircraft industry, 1949-2000
This paper investigates the performance impact of undertaking activities through scale alliances with competitors rather than undertaking these activities autonomously.
|Date of creation:||01 Feb 2007|
|Date of revision:|
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- Pierre Dussauge & Bernard Garrette, 1995. "Determinants of Success in International Strategic Alliances: Evidence from the Global Aerospace Industry," Journal of International Business Studies, Palgrave Macmillan, vol. 26(3), pages 505-530, September.
- Arora, Ashish & Gambardella, Alfonso, 1990. "Complementarity and External Linkages: The Strategies of the Large Firms in Biotechnology," Journal of Industrial Economics, Wiley Blackwell, vol. 38(4), pages 361-79, June.
- Paul W Beamish & John C Banks, 1987. "Equity Joint Ventures and Theory of the Multinational Enterprise," Journal of International Business Studies, Palgrave Macmillan, vol. 18(2), pages 1-16, June.
- Seung Ho Park & Michael V. Russo, 1996. "When Competition Eclipses Cooperation: An Event History Analysis of Joint Venture Failure," Management Science, INFORMS, vol. 42(6), pages 875-890, June.
- J. Myles Shaver, 1998. "Accounting for Endogeneity When Assessing Strategy Performance: Does Entry Mode Choice Affect FDI Survival?," Management Science, INFORMS, vol. 44(4), pages 571-585, April.
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